The Foreword by renowned marketing guru Philip Kotler sets the stage for a comprehensive review of the latest strategies for building, leveraging, and rejuvenating brands. Destined to become a marketing classic, Kellogg on Branding includes chapters written by respected Kellogg marketing professors and managers of successful companies.
Chapter 14 SENIOR MANAGEMENT. The responsibility of senior management within a company is to guard, further and strengthen the business of that company. Each senior manager oversees some area of the overall business, generally managing a subset of the corporate staff.
Most software is built in organizations for people with specific needs.
A stakeholder is a anyone who has an interest (or stake) in the software being completed
A user is someone who will need to use the software to perform tasks.
Sometimes stakeholders will be users; but often the stakeholder will not use the software.
For example, a senior manager (like a CEO - chief executive officer or CTO - Chief technology officer in a company) will usually have a stake in the software that is built (since it affects the bottom line), even if she won’t ever use it....
Once specific value drivers are defined, your company’s chief audit executive
(CAE) should work with senior management and the audit committee to
articulate the mission for internal audit. A formal mission statement or charter
lays out the function’s goals and provides the basis to evaluate internal audit
An effective mission statement delineates the function’s authority and
responsibilities and reflects the priorities of senior management and the audit
This third edition of The Corporate Finance Handbook is intended for the
directors and owners of businesses whose continuing prosperity and
growth depend upon putting in place and maintaining an appropriate
balance of external funding.
or purposes of this book the term private equity refers to the
common stock of a corporation where that common stock is
held by a relatively few investors and is not traded on any of the
conventional stock markets. Normally the senior managers of
the firm hold a significant percentage of the firm's stock, and we
will assume that is the situation in all the cases discussed in this
As with the first and second editions, this third edition of Strategic
Information Management: Challenges and strategies in managing information
systems aims to present the many complex and inter-related issues
associated with the management of information systems, with a likely
audience of MBA or other Master’s level students and senior undergraduate
students taking a course in strategic information management or something
Essentials of supply chain management is written especially for two groups of readers. It is written for the senior executive who must decide what kind of supply chain their organization needs and how much to spend to get it. It is also written for the manager who is or soon will be responsible for building and operating some part of his/her company’s supply chain. The concepts and techniques presented here serve to create a common frame of reference that both senior executives and line managers can use when communicating with each other about supply chain management issues.
Corporate Management, Governance, and Ethics Best Practices was written to provide a
one-stop, comprehensive reference source for corporate business practitioners and government
employees worldwide. It takes a “big picture” approach to the subject matter and
compiles best practices to show what the best practices are but does not address how to
implement them. We believe that implementation of best practices is organization-specific
based on resource availability and management strategies and priorities....
Information technology surrounds you-on your campus and in local businesses.
When you order merchandise over the telephone, chances are your sales represen
tative is using an information system to check inventory and to trigger the ship
ment of your goods. Increasingly you will order products using the Internet, dis
pensing with the telephone and becoming a participant in electronic commerce.
When you use an automatic teller machine, make an airline reservation, or rent a...
What readers are saying about Manage It!
As a 30+ year veteran in the growth of PM, I gained insight into things I have been doing for years. Here, process takes a backseat to context, and Johanna provides the professional with one of the ﬁnest compendiums of observations, advice, and counsel on managing projects I have come across. Mike Dwyer Sr. Manager, Strategic Initiatives, Healthways Johanna packs a wealth of practical advice into this book. Even the most experienced project managers will ﬁnd numerous nuggets and gems that they can immediately apply to their project work.
Initially, these concerns were focused on the role and responsibilities
of the owners of business firms because the
owners managed the firms themselves. However, with the
emergence of large corporations, perhaps symbolized by the
Standard Oil Trust in the late nineteenth century, Americans
focused their attention on a new group of individuals: professional
managers. Prior to the emergence of these corporations,
managers and owners had been the same people, but
now things were changing.
This book shows how the principles of finance can be used by executives
to enhance the value of their companies. Dr. Weaver had been a
senior executive in finance at Hershey Foods for twenty years through
1998, when he joined the Finance Department at Lehigh University. For
the past ten years as a director of the Financial Management Association,
he has organized and directed a program linking financial principles
to financial practices. These full-day sessions focused on the
interaction between financial theories and real world practices.
Corporate Management, Governance, and Ethics Best Practices was written to provide a one-stop, comprehensive reference source for corporate business practitioners and government employees worldwide. It takes a “big picture” approach to the subject matter and compiles best practices to show what the best practices are but does not address how to implement them. We believe that implementation of best practices is organization-specific based on resource availability and management strategies and priorities....
If you leave the ofﬁce with more projects than you started the day with, this book is for you. This isn’t an abstract or theoretical book; Johanna offers practical advice that will help you manage your project portfolio—whether you are a team lead, a middle manager, or a senior executive. Esther Derby Author and consultant, Esther Derby Associates, Inc. At last! Now, we can get serious about extending an agile approach beyond individual projects and begin to extract further value from our agile programs and portfolios.
Responsibilities must be clearly assigned to individual persons and/or com-
mittees. In addition, the relevant units must be functionally independent to
avoid potential conﬂ icts of interests.
Senior management should ensure that
adequate interest rate risk management is in place for measuring, monitoring
and controlling interest rate risks, and that all the relevant business units of
the bank have been taken on board.
Do You Face These Culture Challenges In Your Company or Team? 2. Your senior management team and employees are not fully aligned. 3. You know your teams could work better together (for the benefit of your customers). 4. You know your employees could be more accountable and take more responsibility. 5. You know your employees' motivation, morale and engagement could be better. 6. You know communication and collaboration could be
Every year an estimated three million newborn babies die during the first week of life due to problems such as sepsis, tetanus, or asphyxia, or problems associated with trauma, low birth weight, or preterm birth. This guide is written for the doctors, nurses, senior midwives, and other health care workers at the first referral level in low resource settings who are responsible for the care of newborn babies with problems during the first week(s) of life.
CBRE MARKET UPDATE
Da Nang Q1/2012
THAO LE Da Nang Research
Opening Remarks from:
TIEN CAO Da Nang Research
ADAM BURY Senior Manager
CB Richard Ellis (Vietnam) Co., Ltd. Friday, April 20th, 2012
Da Nang 2012 – Continued Signs of Growth
Hyatt Regency Da Nang
Da Nang International Airport
All Pictures – Source: CBRE Vietnam. Date 19th April, 2012
MARKET INSIGHTS FROM CBRE’s DA NANG QUARTERLY UPDATES | APRIL 2012
2 CBRE RESEARCH & CONSULTING
The business view focuses on things that impact the profit and
loss (P&L) accounting of an organization. This includes sales,
profit, expenses, competition, and costs. Everyone should
understand their P&L: it’s what pays their salaries or their
contracts. When engineering teams are unaware of how their
business works, many decisions made by management will
appear illogical or stupid. Thus, it’s in the interest of whoever’s
responsible for business planning to help others understand